Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Entrepreneurship”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 19 recordsLinked to original sources
PubMed2004

Supporting undergraduate biomedical entrepreneurship.

As biomedical innovations become more sophisticated and expensive to bring to market, an approach is needed to ensure the survival of the best ideas. The tactic used by Iowa State University to provide entrepreneurship opportunities for undergraduate students in biomedical areas is a model that has proven to be both distinctive and effective. Iowa State supports and fosters undergraduate student entrepreneurship efforts through the Pappajohn Center for Entrepreneurship. This unique partnership encourages ISU faculty, researchers, and students to become involved in the world of entrepreneurship, while allowing Iowa's business communities to gain access to a wide array of available resources, skills, and information from Iowa State University.

Biomedical Engineering↗
PubMed2005

Healthcare administration education in the 21st century: the case for entrepreneurship.

This paper recommends the broadening of the course content in several of the current required courses within the core curriculum of healthcare management education to include entrepreneurship topics and the inclusion of a separate entrepreneurship course. The current state of entrepreneurship within healthcare is described through the discussion of a healthcare entrepreneurship continuum. Because of the evolution of the healthcare industry in the past ten years, healthcare administration programs must also evolve to make our curriculum more relevant and increase student placement options. The current healthcare administration education shortcomings are discussed and recommendations for curriculum change are presented. Finally, a readings and resources list is provided as a basis for further curriculum development.

Curriculum↗
PubMed2002

The Constant Gardener revisited: the effect of social blackmail on the marketing concept, innovation, and entrepreneurship.

This paper discusses how adoption of the social dimensions of the marketing concept may unintentionally restrict innovation and corporate entrepreneurship, ultimately reducing social welfare. The impact of social marketing on innovation and entrepreneurship is discussed using the case of multinational pharmaceutical firms that are under pressure when marketing HIV treatments in poor countries. The argument this paper supports is that social welfare may eventually be diminished if forced social responsibility is imposed. The case of providing subsidized AIDS medication to less developed nations is used to illustrate how social blackmail may result in less innovation, entrepreneurship, and product development efforts by the pharmaceutical industry, ultimately reducing social welfare.

Developing Countries↗
PubMed2003

Reconsidering reflexivity: introducing the case for intellectual entrepreneurship.

In this article, the author reconsiders reflexivity and attempts to examine some unresolved issues by drawing particular attention to the relationship between reflexivity and certain related phenomena/processes: the researcher's a priori knowledge, values, beliefs; empathy within qualitative research; the presence and influence of the researcher's tacit knowledge, and May's "magic" in method. Given the limitations of some reflexive activity identified in this article, the author introduces the case for greater intellectual entrepreneurship within the context of qualitative research. He suggests that excessive emphasis on reflexive activity might inhibit intellectual entrepreneurship. Wherein intellectual entrepreneurship implies a conscious and deliberate attempt on the part of academics to explore the world of ideas boldly; to take more risks in theory development and to move away from being timid researchers.

Awareness↗
PubMed1987

Entrepreneurship and state/mental health center relationships.

An effective Community Mental Health Center (CMHC) program in entrepreneurship--the provision of services in the marketplace at a profit to subsidize other programs--requires the support and encouragement of the state-level mental health authority. This paper discusses potential financial, programmatic, political, and managerial risks and rewards to CMHCs and to state authorities from such efforts. As each party faces certain risks as well as rewards from such efforts, it is important that they participate in a process of mutual risk reduction involving: Documenting and legitimizing the entrepreneurship program; Separating funding for seed monies and working capital for ventures, Restructuring the Centers' finances and/or corporate structure to reduce the problems of funds diversion and comingling, Negotiating in advance how the proceeds of the ventures will be used to benefit programs, and Providing technical assistance to enhance the probabilities of success in such ventures. For these steps to work the state authorities must be willing to give up some financial and programmatic control to motivate entrepreneurship on the part of CMHCs.

Commerce↗
PubMedDate not supplied

Entrepreneurship. The realities of today.

Entrepreneurship is a new and developing area for nurse practitioners. This article is a descriptive study of an entrepreneur practice, established by a certified nurse-midwife. Interviews were conducted to determine issues germane to this practice. Third-party reimbursement was identified as a crucial issue. A list of suggested readings related to the issues of entrepreneurships and third-party reimbursement for nurse practitioners is presented.

Certification↗
PubMed1998

Nursing entrepreneurship in an era of chaos and complexity.

To adapt to a workplace characterized by chaos and complexity, individual nurses and the profession as a whole must position themselves in a more entrepreneurial stance. We describe the forces in the health care environment that present opportunities for nursing entrepreneurship. Skills and personality traits that promote entrepreneurship are discussed with suggestions for positioning the nursing profession and individual nurses as proactive innovators to satisfy the needs of the new health care marketplace.

Entrepreneurship↗
PubMed2006

Entrepreneurship management in health services: an integrative model.

This research develops an integrated systems model of entrepreneurship management as a method for achieving health care organizational survival and growth. Specifically, it analyzes current health care environment challenges, identifies roles of managers and discusses organizational theories that are relevant to the health care environment, outlines the role of entrepreneurship in health care, and describes the entrepreneurial manager in the entrepreneurial management process to produce desirable organizational outcomes. The study concludes that as current health care environment continues to show intense competition, entrepreneurial managers are responsible for creating innovations, managing change, investing in resources, and recognizing opportunities in the environment to increase organizational viability.

Entrepreneurship↗
PubMed2006

A diagnostic approach to understanding entrepreneurship in health care.

Health care is quite different from other industries because of its organizational structure, service delivery, and financing of health services. Balancing costs, quality, and access presents unique challenges for each stakeholder group committed to promoting the health and healing of its citizens. Using the diagnostic approach to health care entrepreneurship, we created a framework from research in the field to understand the predisposing, enabling, and reinforcing factors most relevant to successful entrepreneurship.

Efficiency, Organizational↗
PubMed1994

Cultural values and immigrant entrepreneurship: the Chinese in Singapore.

"It is the intent of this paper to examine the interrelationships between early socialisation into core Chinese cultural values, international migration and Chinese immigrant entrepreneurship.... It is through a developmental socialisation process by which [cultural] values are articulated in family and kin network dynamics that social organisations begin to develop and define what is popularly understood as the 'Chinese way of doing business'. We argue that among the overseas Chinese, this way of doing business must be viewed historically and developmentally, as it is intimately intertwined with transmigration experiences and their consequences in shaping values necessary for the emergence and development of entrepreneurship." (SUMMARY IN FRE AND SPA)

Asia↗
PubMed1993

Clinical nurse specialist subroles: foundations for entrepreneurship.

Entrepreneurship is a career option for nurses seeking autonomy in their practice. The six subroles of the CNS--researcher, consultant, advanced clinician, educator, leader/manager, and collaborator--provide the framework for discussion of the functional aspects of this new option. Examples demonstrate how these subroles have been used by various nurse entrepreneurs. Implications for practice and recommendations are provided.

Entrepreneurship↗
PubMed2004

Enhancing entrepreneurship and professionalism in medical informatics instruction: a collaborative training model.

This report describes an innovative training program designed to foster entrepreneurship and professionalism in students interested in the field of medical informatics. The course was developed through a private-public interinstitutional collaboration involving four academic institutions, one private firm specializing in health care information management systems, and a philanthropic organization. The program challenged students to serve in multiple roles on multidisciplinary teams and develop an innovative hand-held solution for drug information retrieval. Although the course was technically and behaviorally rigorous and required extensive hands-on experience in a nontraditional learning environment, both students and faculty responded positively.

Cooperative Behavior↗
PubMed2004

Entrepreneurship of dietetic program graduates.

Successful dietetic program graduates must have an entrepreneurial mindset and skills to respond to environmental changes and consumer trends. The purpose of this study was to determine current or intended entrepreneurship by graduates of a Dietitians of Canada accredited university program, as influenced by self-efficacy stemming from entrepreneurial experiences in education or early career, as well as by internal and external factors. This study employed an exploratory descriptive methodology with a questionnaire mailed to a discrete sample. Ninety graduates completed and returned the questionnaire for a response rate of 55%. Data analysis included descriptive statistics, two-way table analysis, the chi-square test for independence, and Fisher's exact test. Significant relationships were found between self-efficacy scores and entrepreneurial action, specific entrepreneurial experiences and entrepreneurial intent and action, dietetic internship and intent, and belief in the importance of business skills and intent. Those with entrepreneurial intent and/or action identified creativity, dietetic education/internship, persistence, business skills, and family/friend support as helping factors. These results suggest that undergraduate, internship, and continuing education programs for dietitians should incorporate activities that develop entrepreneurial skills and contribute toward an entrepreneurial mindset.

Adult↗
PubMed2004

Developing competency in research management, entrepreneurship, and technology transfer: a workshop course.

In July 1999, the National Institute of Dental and Craniofacial Research (NIDCR) convened a Blue Ribbon Panel that recommended management skills, entrepreneurship, and technology transfer should be included in dental education. The panel's recommendations were implemented in an NIDCR-funded pilot project, "Workshop Course to Promote and Develop Dental Products and Technologies." The workshop consisted of lectures presented by seven faculty members recruited from academia, government, and business, along with an analysis of a professor's invention and the barriers encountered in transforming the invention into a product. Evaluation consisted of a pre- and post-workshop survey. The workshop was presented to twenty-two participants on November 8 and 9, 2003 at the University of Connecticut School of Dental Medicine and, to refine the presentation further, will be tested at five additional dental schools (University of Pennsylvania, Harvard University, New York University, Nova Southeastern University, and University of Southern California). The results indicated that the workshop's courses would be helpful to the commercialization of inventions. In addition, dental students with experience in basic research expressed an interest in research of projects of use in dental practice. These findings suggest that pursuing research and an academic career might be more appealing if their research was product-oriented.

Congresses as Topic↗
PubMedDate not supplied

Reforming America's health system through innovation and entrepreneurship.

America's attempts for healthcare reform are gridlocked. Healthcare special interests are reluctant to abandon profitable activities, and American culture-distrust of centralized federal power, belief in self-improvement, desire for choice, and belief in equal access to medical technologies-is slow to change. Physician entrepreneurship and innovation, coupled with consumer-driven healthcare and public-private partnerships, may break the present gridlock.

Cooperative Behavior↗
PubMed2006

Barriers to entrepreneurship in healthcare organizations.

Entrepreneurship has received little attention in the healthcare industry, perhaps in part because of barriers inherent in the structure and culture of healthcare organizations. Eliminating barriers can help promote entrepreneurial activities to drive continuing innovation and identify new sources of revenue.

Entrepreneurship↗
PubMed2006

Health care entrepreneurship: financing innovation.

Entrepreneurship is often described as the ability to create new ventures from new or existing concepts, ideas and visions. There has been significant entrepreneurial response to the changes in the scientific and social underpinnings of health care services delivery. However, a growing portion of the economic development driving health care industry expansion is threatened further by longstanding use of financing models that are suboptimal for health care ventures. The delayed pace of entrepreneurial activity in this industry is in part a response to the general economy and markets, but also due to the lack of capital for new health care ventures. The recent dearth of entrepreneurial activities in the health services sector may also due to failure to consider new approaches to partnerships and strategic ventures, despite their mutually beneficial organizational and financing potential. As capital becomes more scarce for innovators, it is imperative that those with new and creative ideas for health and health care improvement consider techniques for capital acquisition that have been successful in other industries and at similar stages of development. The capital and added expertise can allow entrepreneurs to leverage resources, dampen business fluctuations, and strengthen long term prospects.

Capital Financing↗
PubMed2006

Meeting the challenge of corporate entrepreneurship.

To be competitive, companies must grow innovative new businesses. Corporate entrepreneurship, however, isn't easy. New ventures face innumerable barriers and seldom mesh smoothly with well-established systems, processes, and cultures. Nonetheless, success requires a balance of old and new organizational traits-and unless companies keep those opposing forces in equilibrium, their new businesses will flounder. The authors describe the challenges companies face when they pursue new businesses, as well as the usual problematic responses to those challenges. Such companies, they say, must perform three balancing acts: Develop strategy by trial and error, which includes narrowing potential choices, learning from small samples, using prototypes to test business models, tracking progress through nonfinancial measures, and knowing how and when to pull the plug on a new venture. Find the best combination of old and new operational processes by staffing new ventures with "mature turks", changing veterans' thinking, knowing which capabilities to develop and which to acquire, and having old and new businesses share responsibility for operating decisions. Strike the right balance of integration and autonomy by assigning both corporate and operating sponsors to new ventures, establishing criteria for handoffs to existing divisions, and using creative organizational structures. The authors provide a detailed look at IBM's Emerging Business Opportunity system, which manages all these balancing acts simultaneously.

Commerce↗